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• Expectations of Board Members• Officers• Executive Committee• Committees• Board Meetings• Financial Responsibilities• Strategic Planning

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• Relax and be comfortable• Ask questions as they arise• Think in terms of your role as a director or

officer responsible for the organization (on behalf of members and stakeholders)

• Think long term; the look of the organization and our stakeholders in the next 1 to 5 years

• Enjoy your time as a respected leader

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• To govern based on documents and key information

• To focus on the strategic direction, mission and goals of the organization

• Fiduciary duties; the trust of members in the board of director

• To explore opportunities while being careful with our resources

• To develop policies and procedures. • To manage risks

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• ___ voting members

• Officers: President, Vice Pres., Secretary, Treasurer, Past Pres• Directors:

• Executive Director is a non-voting position

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StrengthsFocusedFirmResponsible

StrengthsMutli-taskerConfidentOrganized

StrengthsResult drivenObjectiveDependable

StrengthsTeam-

buildingCreativityEnjoys

followingWeaknessesResistant to

changeNeeds step-

by-step guidance

WeaknessesTime

managementBalance

WeaknessesLow risk

takingRigid to “By

the Book”

WeaknessesSlow decision

makingMisses “big

picture”

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Passion

Loyalty

Confident

TeamAthlet

icTasks

Positive

Energy

Initiative

Peaceful

Spiritual

Sensible

SmartReliab

leComp

ass

Creative

Synergy

Vision

Organized

Disciplined

Private

WYSIWYG

OpenFlexib

le

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Lighter shades represent a larger circle of individual comfort for personal space:

SpeakersFacilitatorsChairs

Darker shades represent a smaller personal space cone:

Excel in projectsResearchOrganizing

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• Establish strategic plan and annual goals and objectives

• Determine association policy• Allocate resources through the budget• Monitor progress• Promote the organization• Oversee the executive director, attorney and

CPA

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Two Partners, One Team• Board focuses on governance, direction and vision

• Staff manages day-to-day operations within the context of the board’s direction

• This partnership between board and staff allows the organization to achieve its goals, avoids micro-management of the staff and over-taxing of the volunteer leaders. Leaders govern; staff manages.

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Staff = Managem

ent

Mission + Goals = Strategic Direction

Boar

d =

Gove

rnan

ceDynamic

Organization

• Attend all board meetings• Start and end meetings on time• Study and understand the mission statement,

bylaws, and strategic plan• Prepare for meetings by reviewing the

agenda and supporting documents• Stick to established agendas during board

meetings• Treat information and discussions as

“confidential”• Be respectful of people and ideas

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• Promote our organization to others (though you cannot speak for organization without authority)

• Recruit future leaders to help govern the organization

• Stay current on issues and trends impacting the organization and the membership

• Volunteer for committees• Readily communicate with staff for needed

information and assistance

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• Duty of CareGood business judgment at all timesDue diligence in decision making

• Duty of LoyaltyAct in the best interest of the organization and

membership Avoid conflicts of interest

• Duty of ObedienceFaithful to the mission and goalsFollow the governing documents

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• There is some risk associated with board service

• Insurance coverages; types.• Bylaws may included indemnification*• Written policies exist to guide board and

staff• Antitrust avoidance issues• Annual financial audit

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* Indemnification - an agreement between two parties not to hold one of them liable for future legal action or fines.

• Antitrust AvoidanceAntitrust statement on file and annual

acknowledgements from each board memberEvery staff, board and committee member

should be aware of the policy and take immediate action in any setting where a violation is occurring. Most common threat is discussions of price-setting among competitors that could be interpreted as an effort to restrict trade

Staff monitors on-line discussions and meetings for potential violations

Up to $10 million fine + damages18

• Apparent Authority – Care should be taken that committee chairs or other volunteers not usurp the authority of the chief elected officer or take on authority not specifically delegated

• “I can’t speak for the board but I can offer my personal opinion.”

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• IRS IssuesIncreasing scrutiny of boards and staffUnrelated Business Income Tax (UBIT)990s is public informationPolicy considerations▪ Whistle Blower▪ Audit▪ Conflicts▪ Record Retention▪ Compensation

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• A responsibility of board members is to identify future leaders

• Don’t forget to “ASK” prospective leaders to join our efforts.

• The leadership development committee (nominating) plays a key role, but so does every board member

• Committees may be a source of future leaders

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• The officers have special duties described in the bylaws

• The officers make up the “Executive Committee”

• The Exec Comm. does not usurp the authority of the board but may meet in between meetings of the board as needed.

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• Presides over all meetings of the board or membership

• Interfaces with the Executive Director and senior staff

• Appoints committees in accordance with bylaws and policy

• Orchestrates and leads board meetings* Sometimes called Chair of the Board

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• Serves in the absence of the President• Performs such duties as identified in the bylaws

or assigned by the President• Automatically succeeds to the Presidency• May monitor progress of the Strategic Plan

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• Oversees the custody of all corporate records, except financial records

• Monitors the accuracy and timely distribution of meeting minutes

• Performs such duties as identified in the bylaws or assigned by the President

• Chairs Bylaws Committee

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• Oversees all funds, financial records and resources

• Oversees preparation of annual budget; and approval by the board

• Reports on the financial status at board meetings

• Oversees tax filings• Performs such duties as identified in the bylaws

or assigned by the President

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• May meet to conduct business between board meetings

• Exercises powers of the board between board meetings, with some exceptions

• Actions are reported to the board at next meeting

• Keeps record of action and recommendations in writing

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• Opportunities to engage members• They identify potential leaders• Committees help the board get work done• They serve as a way to serve the interests of

subgroups of members• Committees can produce work products and

member benefits• Committees must be aware of risk avoidance;

keep minutes.• Aligned with strategic goals and strategies

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• Standing – Identified in the bylaws

• Task Forces – Appointed for short term assignments

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• Usually four meetings per year• All directors are requested/expected to attend• Read to lead; directors prepare for meetings in

advance• Purpose is to conduct board business, not to

perform committee or staff level work• Input to the meeting agenda is welcomes in

advance

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• The AgendaPrepared with the input of President and staff,

with consideration of current issues, member needs and pending business

If you have items you would like to see added to the agenda, provide to President or Executive Director at least one month in advance

Agendas mailed two weeks before meeting

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• MinutesMinutes are a legal record of the meetings

and must be approved at the subsequent meeting

They are not a record of conversations, but rather of formal actions taken

Audio recordings should not be retained

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• Rules of OrderProcedural rules are used to maintain orderAll persons must be recognized by the chair

before speakingTime limits may be set on certain topicsKnow the basic rules of order to be sure

motions and procedures are understood

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• Board reviews and “accepts” financial reports• Board approves budget• Board reviews audit report and year-end

financial statements prepared by outside auditor

• Board views Form 990 IRS submission annually

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• The board experience should be a positive one• The board is the caretaker of the organization• The board speaks as a whole, no board member

should have more input or authority than others• Use business sense; be respectful at all times• Realize you “represent” the organization• Always ask questions as they arise (due diligence)• Thank you for serving on the board!

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• Board Development• Strategic Planning• Organization Performance Excellence

• Free resources at www.nonprofitcenter.com

• bob@rchcae.com

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